Leadership Development Initiatives


Currie Management Consultants Leadership Workshops
Executive Coaching
Caution: Career Derailment Ahead!
How We Do It

Currie Management Consultants Leadership Workshops

One theme that consistently arises at all of our dealer/distributor group meetings is how to develop leaders. Many times the answer to developing these individuals is to bring them to dealer or distributor group meetings.  What can happen is they become lost, or worse, frustrated with this environment.  They lack the fundamental business knowledge or confidence to take part in the process or are afraid to broach subject matters that may seem trivial to the principals in the room.

Currie Management Consultants, Inc. looks at the development of a dealer/distributor leader on two levels. The first level of development is basic business knowledge. This knowledge is specific to your industry and to dealerships/distributorships which includes knowing the Currie Financial Model with all the details. The second level of development centers on the leadership behaviors that drive the execution of the Currie Financial Model. The leadership behaviors that are taught are the building blocks of great leadership. They are: mental agility, interpersonal finesse, change mastery, and goal orientation. The Currie process combines the knowledge of the Financial Model with leadership behaviors in an environment where they can safely begin to develop.

Our response to client demand for developing leaders is a forum by which we educate and coach these leaders through a series of meetings and monthly coaching calls.  We are happy to report that over 75 managers/leaders have completed the Currie Management Consultants, Inc. Leadership Development series.

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Executive Coaching

As a result of the chaotic and transformational business environment of the
‘80’s and ‘90’s, the art and science of management has also been radically transformed.  Consequently, executive coaching has become a highly valued resource within business life.

Regardless of how you look at it, you are your primary instrument of interpersonal influence, organizational impact, and personal accomplishment and fulfillment.  So, elevate your game.  Get a coach.

The Management Landscape Has Undergone a Dramatic Change

The Industrial Age
Please superiors
Command-and-control
Stable
Meddle
Conforming
Need-to-know
Fiefdoms

The Information Age
Delight customer
Empowering and participatory
Agile
Enable
Outside-the-box action
Open and transparent
Interdependent networks

In the prior Age, management skills stemmed from a heroic military model — plan, control, delegate, coordinate, and motivate.  As the Information Age hurtles forward toward the next millennium, within a business environment characterized by permanent whitewater, the high impact leadership competencies are now dramatically different.

Well, just as in sports and in the performing arts, it’s now increasingly becoming the case in business that the more successful you are, the more likely it is that you will use a coach to deepen and extend your success.  Tune up your game.

High Performing Executives vs. Under Performing Ones

We now actually understand a great deal about what differentiates the successful leader from the under-performing one.  Successful people are aggressive learners.  They are individuals who:

  • Constantly seek feedback and are extremely analytical about their successes and failures
  • Possess a finely tuned capacity for self-reflection and self-awareness
  • Seek a wide variety of experiences, out of both a sense of curiosity and the sense that experience is the best medium for self-discovery
  • Constantly strive to learn something new and different by searching for comparisons, contrasts, and transferable insights
  • Find ways to apply new learning to new situations
  • Use strengths to modify weaknesses

The bad news is that only about 10% of us are by nature active learners.  The good news, though, is that much of what it takes to be an aggressive learner is coachable.Much of what my coaching model focuses on is building a set of skills that helps the candidate become a more agile learner.  Increasingly greater agility is pursued in four different spheres, each of which has a marked influence on a person’s learning curve and on their performance as a leader: Mental Agility, Interpersonal Finesse, Change Mastery, and Goal Orientation.Call me to discuss your goals and how coaching could enhance your performance

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Caution:  Career Derailment Ahead!

Why do executives, managers, and professionals either derail or flounder and then get shunted off to roles that are out of the mainstream?  Typically it’s because they have a behavioral blind spot that is all too visible to others.There’s a good chance that the descriptions below of potential derailers will remind you of some key people in your organization:

He lacks effective interpersonal skills.  He’s –

  • Insensitive    (“He’s too abrasive”)
  • Overambitious    (“He batters people with his competitiveness;
    he needs to be seen as powerful”)
  • Isolated    (“He’s a perfectionist and seems to do everything his own way”)
  • Volatile    (“He comes apart at the seams when under fire”)

He has difficulty making tactical shifts.  He is –

  • Mired in detail; thrown by change and innovation; too cautious; action-averse.
  • Unable to adapt to those who have different styles.
  • Conflict-averse; unable to harness conflict constructively, as a creative medium for Change; a poor negotiator.
  • Over-reliant on one skill, on natural talent, or on just raw energy.
  • Rigid in response to most situations; for example, blazingly decisive but without regard for overall organizational strategy.

Terminate or Turnaround?
So, what can be done with the under-performing employee?  Often, the response is to terminate.  But, the company must then absorb the staggering costs associated with the loss of a key person.  These costs include:

  • Exit costs
  • Recruiting, hiring, and restart costs
  • Lost training and development costs
  • Cascade effect of multiple position shuffles
  • Opportunity costs, disruption, down time, and lowered morale of the team
  • Disputed termination litigation

A significantly more effective solution is available and it prevents the termination costs.  The experiences of our clients have clearly shown that a turnaround program produces better results.  In most cases under-performance is not the result of an ability deficit.  Rather, it typically results from a person’s blind spots. With the proper intervention, the struggling employee can be turned around and, as a consequence, a number of benefits accrue to the organization and the individual.

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How We Do It

Specializing in human performance, our firm has designed a powerful individual development program that integrates our core competencies:

  • Computerized 360° technology using Emotional Intelligence
  • Keen diagnostic skills
  • Advanced rapport-building methods
  • Accelerated development strategies
  • Motivating and creating true behavioral change

By integrating these performance development technologies, we assist the candidate in assembling the three essential ingredients for high performance:  feedback (both broad and deep), multi-lateral motivation to make changes, and multi-source change partners for their development initiative.  Together these three elements serve as the infrastructure for a Blueprint for Action, which guides the employee’s achievement of measurable results.Whether we’re talking about the development of key contributors, the turnaround of potential derailers, career path development, or even teambuilding, there is one strategy that is more effective than any other.  People can change, but the most substantive and permanent change is realized when people develop from the inside out.  This is the surest way to prepare and motivate someone to accept the new change opportunities made available to them.

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